Strategic Plan 2018 2021 - Hope Community Services
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Strategic Plan 2018 – 2021
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Contents
What drives the organisation?
4
Our Purpose
4
Our Values
4
Our Principles
4
Our Vision
5
Our Mission
5
Strategic Context
5
Our Strategic Priorities
6
Our Core Change Strategies
6
Strategic Measures
6
3WHAT DRIVES THE ORGANISATION?
Our Purpose, Values and Principles, are essential drivers to achiev-
ing our Vision, Mission and Strategic Priorities.
OUR PURPOSE
HOPE is a community managed organisation working to develop
innovative and collaborative community-based services and net-
works in the alcohol and other drugs, justice and mental health
fields. HOPE provides services across Western Australia and inter- OUR PRINCIPLES
state with a priority on working with and supporting people who 1. The participation, needs and
are most marginalised and who have the most complex needs. wellbeing of HOPE clients is
central to all our decision
making.
OUR VALUES
2. Clients and stakeholders
HOPE is a values-based organisation committed to creating and
must be involved in the
nurturing hope and opportunity in the lives of the people and com-
design of HOPE’s services
munities it serves. In pursuing our Purpose, Vision, Mission and
and wherever possible in
Strategic Priorities, we are guided by the following core Values:
the co-production of these
Person Centred services.
The central focus for all of our activity is on the needs of the client 3. HOPE shares its resources
we serve on their journey through life. with service partners to
Connectedness improve collaboration and
We will make time to build and maintain strong positive safe rela- reciprocate benefits.
tionships with all those we engage with. 4. HOPE prioritises opportuni-
Trust ties that facilitate jointly-
Building trust with people through honesty, respect and following managed service ventures
through on commitments. that aid local community
building.
Participation
Being inclusive and fostering contribution from all stakeholders.
Excellence
Through accountable practice, being transparent, seeking continu-
ous improvement and innovation.
We are committed to living these values. They guide everything
that we do and will be demonstrated internally and externally by
HOPE staff.
4STRATEGIC CONTEXT
There are a number of key factors that have informed the adoption
of our strategic priorities for the next three years.
The challenge of market competition and reciprocity
Competition and contestability in the community services sector
has been a government policy priority since the mid 90’s. Initially,
this reform characterised competition in a combatant manner,
where success came at the cost of others, led to low trust, an ad-
versarial mentality, and defensive positions (Keast 2016).
Competition is not new to the community services sector and un-
like the present forms, earlier approaches were more overtly em-
bedded in reciprocity and interdependency, working for common
purposes, and the generation of win/win outcomes.
OUR VISION This understanding of competition is more subtle than the pure
economic model. Organisations might compete for the same
HOPE and OPPORTUNITY exist
resources, but the competition is undertaken with an integrative
for people, particularly those
purpose, looking to expand rather than limit the service offering.
impacted by alcohol, other
It is a form of competition that is more predisposed toward longer
drugs, and mental health is-
term interpersonal relationships, reciprocity and integration.
sues, to live healthy and con-
nected lives. The community services sector should not be immune from review
and reform, including examining the benefits of competition and
contestability. However, it is imperative that the sector be pro-
OUR MISSION gressed, not through the benefit of raw combatant competition but
HOPE connects with those through the principles of reciprocity and mutual reward.
who are most marginalised by
providing supportive environ-
The role of HOPE as an NGO
ments and services that en-
gage people where they are. HOPE believes that people who are disadvantaged, require access
to a range of support services and assistance with engagement to
HOPE supports people to con-
enhance their connections and to achieve reciprocated relation-
nect and engage, building a
ships in their community.
sense of belonging within com-
munities. People as social beings, need meaningful occupation, people who
support and care for them (reciprocity) and a sense of belonging
HOPE responds to the needs of
to survive and thrive. Supportive, rehabilitative and restorative
people in regional and remote
services for people with high and complex needs are time and re-
communities.
source intensive and achieving service outcomes is predominantly
dependent upon the quality and existence of positive relationships
in the lives of those individuals.
There is overwhelming research showing the strong correlational
linkage between feelings of social isolation and the loss of wellbe-
ing. Furthermore, this correlation is strongest with people who
feel marginalised and who identify as socially disadvantaged. Place
based solutions to enhance people’s feelings of belonging are im-
perative.
HOPE sees its role as providing essential services to those most
disadvantaged who present with complex needs. However, it is
more than just providing services – it is about facilitating the devel-
opment or enhancement of sustainable, reciprocal relationships in
community that are independent of HOPE.
5OUR STRATEGIC PRIORITIES
Over the next three years HOPE will implement the following strate- STRATEGIC MEASURES
gic priorities:
1. Clients reporting positive im-
1. Facilitating and enhancing connection with and within margin- pacts associated with their
alised communities at the local level. involvement with HOPE.
2.Creating new supportive service environments and enterprises in 2. Community connection
partnership with local communities and other stakeholders. strategies are implemented
3. E xpanding HOPE’s regional footprint to ensure people receive the in each region.
right care, in the right place, at the right time. 3. Stakeholder and client feed-
4. Increasing engagement with Aboriginal and Torres Strait Islander back shows there is mean-
people, leading to improved social and emotional outcomes. ingful co-production and
5. Increasing engagement with Aboriginal and Torres Strait Islander involvement in the design of
people through employment by HOPE. HOPE services.
4. Stakeholder and client feed-
OUR CORE CHANGE STRATEGIES back shows that HOPE’s role
in the community is under-
1. Developing connectedness at the local level
stood and supported.
HOPE recognises that the people we serve need access to spaces
5. HOPE demonstrates that,
that are safe and inviting so relationships can begin and flourish.
in service joint ventures,
Key to success is having staff who are committed and capable to service resources are shared
develop healthy enduring relationships with clients and stakehold- with partners and partners
ers in the communities we operate in. recognise that the service
In this context, HOPE is interested in establishing community hubs benefits are reciprocated.
to enhance opportunities for healthy and positive relationships. 6. HOPE quantifies the number
of jointly managed service
2. Partnerships and collaboration ventures – timelines, ac-
The complexity of our clients’ needs clearly shows no organisa- countabilities
tion can work alone. The best prospect for enhancing community 7. HOPE grows its service pro-
and services for those who most need them is establishing highly file across the state by 100%
trusting partnerships and collaborations with key stakeholders and in the next 3 years.
other service providers. 8. HOPE establishes at least
one social enterprise in the
3. Creating social enterprises next 3 years.
The creation of social enterprises offers clients and HOPE opportu- 9. The number and percent-
nities for co-production, empowerment, new resources and part- age of Aboriginal and Tor-
nerships to address unmet needs and service gaps. res Strait Islander people
employed by HOPE grows
Reliance on government funding poses significant financial risks to
each year.
community-managed organisations and the development of sus-
tainable social enterprises is a sensible mitigation strategy.
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